Present: Lorraine Brown, Professor of English,
College of Humanities and Social Sciences; Martin Ford, Senior Associate Dean,
College of Education and Human Development; Dave Harr, Senior Associate
Dean, School of Management; Suzanne Slayden, Associate Professor of Chemistry
and Biochemistry, College of Science.

Absent:Kevin
Avruch, Associate Director and Professor of Conflict Resolution, Institute for
Conflict Analysis and Resolution; Rick Coffinberger, Associate Professor of
Business and Legal Studies, School of Management, Chair.

Approval of “Misconduct in Research and Scholarship”
memorandum signed by the Provost and Suzanne Slayden, Chair of the Faculty
Senate, December 3, 2007 –appears below in italics:

Faculty Handbook Interpretation

On October 3, 2007,
the Board of Visitors approved a new university policy entitled “Misconduct in
Research and Scholarship,” subject to its being reconciled with the Faculty
Handbook.The following actions have
been taken pursuant to that decision:

1.The new
policy is revised to clarify that the procedures in Section 2.10.2.4 of the
Faculty Handbook, “Dismissal of Tenured and Probationary Faculty Members for
Cause,” apply in the case of a proposed dismissal for research misconduct.

2.This
interpretative memorandum is adopted to reflect our common understanding that
the resolution of any allegation of “research misconduct,” as defined in the
new “Misconduct in Research and Scholarship” policy, is governed by that policy
only, and that Section 2.12.2.1 of the Faculty Handbook, “Policies Concerning
Grievances,” does not apply to the resolution of research misconduct
allegations.

·Reconciles Faculty
Handbook with Misconduct in Research and Scholarship Policy.

The
university and each college, school and institute is required to have a standing
committee charged to investigatehear grievances in a timely manner concerning
(i) alleged violations of academic freedom; (ii) other conditions of
employment, such as work assignments, salaries, facilities, and support
services (exceptions are those types of cases treated in Sections
2.10.2.2 and 2.10.2.3);
and (iii) charges of unprofessional or unethical conduct brought by one faculty
member against another. Each college, school and institute will establish,
publish, and disseminate their grievance procedures.In all types of cases, procedures will
reflect the fundamental principle of due process that prohibits people from
sitting in judgment of their own actions, if those actions are challenged,
i.e., grieved or appealed. These committees are particularly charged to be
alert to instances of inequitable treatment and retaliation against
colleagues who have filed grievances.In cases alleging discrimination in violation of federal or state law or
University regulations, the committee must consult the University Equity Office
early in the process. The University Grievance Committee hears all
grievances against administrators at or above the level of Deans and Directors.
See Section 2.12.2.2 (4-6).

In
addition to hearing specific cases, the committees may initiate, as they deem
necessary, discussions with appropriate administrators about any matters that
fall within the committees' purview. In the course of such discussions,
however, they may not commit the faculties of their units to changes in
grievance policy unless specifically authorized to do so.

At
their discretion, academic departments may also establish grievance committees.
Their procedures should be similar to those of the collegiate committees.

The
section on ‘Policies Concerning Grievances’ does not apply to the resolution of
research and scholarship misconduct allegations, which is governed by
University Policy 4007 –Misconduct in Research and Scholarship.See Interpretation of December 3, 2007.

Revision 3.1 Salary Schedule – renamed Faculty Salaries

State colleges and universities in the Commonwealth of
Virginia do not have a common salary schedule. Through appropriate offices of the Commonwealth, a
maximum allowable faculty salary average is developed for each state-supported
institution. However, the General Assembly determines appropriations
for the state colleges, and the money provided for faculty salaries at a particular institution may
result in an average salary substantially lower than the maximum allowable.

The Board of Visitors establishes a salary schedule for
the University's faculty on the basis of recommendations from the President and
the Provost. The salary schedule provides normal entrance rates for each rank
and specifies the increments for rate increases. It also specifies the normal frequency
for incremental increases, which is currently each year.

Within the limits of
its budget, the University attempts to be as competitive as possible in its
recruitment and retention of faculty. The differences that are found
among disciplines and departments with regard to salary ranges within a given
academic rank reflect supply and demand in the marketplace.

There is a variety of sources that may be used to compare
George Mason University faculty compensation (salary plus certain benefits)
with other colleges, both private and public. For example, the reader is
referred to such data as that published annually by the American Association of
State Colleges and Universities. A list ofFaculty salaries for the current
academic year is on
file in the libraryappear on the Faculty Senate website.

·Salary
increases important in retention, not just about recruitment.

·LAUs
have some delegated authority to assign numbers (rate increases?), then to
upper level administration for approval, do not believe BOV does this.

Revision 3.2 Salary Increases

When available to the University, salary increases are
given annually. The
effective increment date for full-time faculty is normally September 1.
The annual salary that
becomes effective on that date is confirmed to the faculty member by
a letter from the President
Provost.

Unless the performance of the faculty member is
unsatisfactory for a given year, in the allocation of salary increases the
University takes into account such factors as the prevailing rate of inflation
and the cost of living in the University's service region. The magnitude of
individual salary increments, however, will dependAnnual salary increases are
based chiefly on performance. All faculty with a satisfactory
performance rating will receive at least a minimum salary increment.Salary increases may also reflect efforts to
achieve internal equity.

Faculty members who
are dissatisfied with a salary increase normally seek recourse within their
local academic unit. If dissatisfaction persists, grievance procedures outlined
in Section
2.12.2 may be followed.

·Salary increases now begin November 25th,
not necessary to specify here as contained in Provost letter.

·Not necessary to add other signatures to letter,
such as Senior Vice President.

·University does not take into account rate of
inflation, COLA

·Minimum floor for salary increase now at $250;
minimum floor may be higher in some units. Noted also that funds must be
available for raises.

·Unless given unsatisfactory rating, minimum
raise amount must be given. Minimum salary increases do not include COLA.

·Equity issues:what other factors beyond performance to put in Handbook?Provost may hold back some money to resolve
special cases, unusually strong performance.A minimum salary (floor) for rank (tenured/tenure-track and term) went
into effect two years ago.

·New faculty get a zero increase as they are
newly hired, have not yet had an annual performance evaluation.

·Example in which state may allocate 3% raises,
university may raise tuition to offer 4% raise.

·Promotion and tenure salary increments are
likely to be low.University may need to
add more money to be equitable in new rank.

·Issue of salary inversion/compression:new hires with pace of increases; need to add
money to those already hired earlier – Dean may hold back % to make sure
increase equitable.

·Internal equity must apply within the rules
applied in your department.

Most adjunct part-time faculty, and full-time faculty teaching
overload, evening,
off-campus credit courses and other so-called contractcourses are
paid on the salary matrix. Part-time faculty in highly competitive areas of instruction
may be paid above matrix rates. These exceptions are considered on an
individual basis and in light of the prevailing job market.

·Now only adjunct faculty and full-time faculty
teaching overload are paid on the matrix.

·Provost Office must approve offers greater than
10% over matrix

·SOM, SPP often pay above matrix.

·Continuing Professional Education courses more
like a stipend, not as many contract hours.

Revision:3.5
Faculty Benefits

As employees of the Commonwealth of Virginia, GMU faculty
members are provided with health insurance, retirement plans, life insurance,
and medical and child care flexible spending accounts. In addition, the
University offers certain employee-funded benefits. All such benefits are
described in more detail in the Faculty Information Guide. Human Resources and Payroll
website (http://hr.gmu.edu/ ).

·Not a comprehensive list of benefits, does not
include short-term and long-term disability insurance, 403b plans, etc.HR website more comprehensive than Faculty
Information Guide.

Revision:3.6
Faculty Development

The quality of the institution depends on the vitality of
its faculty. Faculty members have a responsibility to continue to grow as
scholars and educators so that they remain contributing members of the
intellectual community. The University recognizes its responsibility to foster
faculty growth by providing a variety of opportunities for professional
development. These may include departmental study leaves, competitive awards in
the form of summer stipends and University study leaves, opportunities to
consider new approaches to teaching and the assessment of teaching (e.g.
portfolio development), and assisting faculty with the application of new
technologies to instruction. Details relating to faculty development may be found in the Faculty
Information Guide.

·Many other sources of detail, such as research
grants, etc.

·To obligate university to attend to professional
development of faculty.

·To add two new sections 3.6.1 Study Leave
for Tenured Faculty and 2.6.2 Study Leave for Tenure-Track
Faculty (texts taken from Provost Office website) and renumber new
section 3.6.3 Professional Development Leaves developed earlier
in Handbook revision process.These are major benefits for faculty contractually.Tenure-track Study Leave an important
recruitment tool; eligibility limited to those hired as tenure-track faculty
for the first time, not arriving from another university in that status.

·Departmental leave different from professional
development leave; to include here or by reference? If you have an LAU leave,
does not remove eligibility for competitive study leaves.

New Section 3.6.1 Study Leave For Tenured Faculty (copied
from Provost Office website – to further examine at next meeting)

Purpose
To provide paid temporary leave for the support of advancing scholarly
research, teaching, and/or creative activity, including development of
innovative teaching approaches and methods.

Availability
Funding is usually available for 20-25 faculty study leaves each year. (30-35
faculty typically apply each year.)

Eligibility

An applicant must be
a full-time employee of George Mason University who has held a regular faculty
rank for at least four years at the time of application and who is appointed
without term, i.e., with tenure.

·Individuals whose rank is prefixed with Affiliate,
Adjunct, Research, Visiting, or Term are not eligible.

·A total of seven academic years (which may include time
spent on leave of absence) must elapse between successive awards or Study Leave
for Tenured Faculty.

·Full-time administrators who otherwise meet these
criteria are eligible.

·A faculty member who receives a study leave must agree to
remain a full-time employee of the University for at least one academic year
after the conclusion of the leave.

·A faculty member who accepts a study leave must agree to
serve as a reviewer of future applications.

Selection
The Provost awards Study Leave for Tenured Faculty guided by recommendations of
the Vice President for Research & Economic Development and former awardees
acting as peer reviewers.Generally,
reviewers will not be experts in the applicants' disciplines or fields

Study
Leave Period
Leave may be taken during the Fall or Spring semester of the academic year
following announcement of the award.Leave may be taken for one semester at full pay or two semesters at half
pay.The leave schedule must be approved
by the department chair and dean or institute director.Faculty contemplating taking two semesters
leave at half pay are urged to consult with Human Resources regarding possible
fringe benefit implications.

Submissions
Accepted:September 1, 2007 through October 1, 2007.In fairness to other potential applicants,
late applications will not be considered.

Study
Leave Report
At the completion of a study leave, faculty must file with the Office of the
Vice President for Research & Economic Development a one-page report of
accomplishments and plans for continuing activities related to the study
leave.Academic units may establish
additional reporting requirements.

New
Application Submission Process
The application must be accessed from the Provost’s website, completed, and
submitted on line.The summary of the
project should be written in such a way as to make clear to a non-specialist
both what is to be done and why it is significant.

The
project narrative and curriculum vitae must be inserted (cut and pasted) in the
application.

New Section 3.6.2 Study Leave for Tenure-Track Faculty
copied from Provost Office website – to further examine at next meeting)

All
assistant or associate professors appointed to their first tenure-track
positions will be granted a one-semester study leave during the first five
years of the tenure-track cycle. This leave is designed to assist a tenure-track
faculty member in advancing his or her research, scholarly, or creative
activities. The timing of this leave will be subject to approval by both the
respective local academic unit head and the appropriate Dean/Director. The
Office of the Provost will provide one-course matrix replacement funding per
granted leave request. This leave policy is not intended to conflict with an
existing local academic unit practice; rather than reducing a local academic
unit's flexibility, its intent is to enhance and supplement existing practices.
During the semester either prior to or succeeding the faculty member's leave,
the local academic unit may need to ask the recipient to teach one additional
course in order to accommodate this leave. This policy is retroactively
effective to initial hires as of academic year 1999.

Eligibility

·Full-time faculty members who are Assistant or Associate
Professors in their first five years of their tenure-track cycle.

·Individuals whose rank is prefixed with Affiliate, Adjunct,
Research, Visiting, or Term are not eligible.